In this week’s reading, Gallup researchers identify twelve questions that measure the health of a workplace by examining how employees experience their roles. Those questions uncover whether employees have clarity and resources, receive recognition and support, form meaningful relationships, and have opportunities for growth, all while connecting daily work to the organization’s larger mission. A central theme is that managers are the single most influential factor shaping how employees answer these questions.
The order of the twelve questions matters: employees must first feel confident in their day-to-day work before they can meaningfully connect to a company’s culture and purpose. The Fortune 100 Best Companies to Work For® 2025 rankings illustrate this progression. At Walmart (100), only 77% of employees reported having the resources they needed. At Panda Restaurant Group (51), that figure rose to 91%, though fewer employees reported feeling welcome. At the top of the list, Hilton achieved exceptional results: 98% of employees said they felt welcome upon joining, and 96% said they were treated as full members regardless of position. These findings demonstrate that meeting basic needs is the foundation for deeper engagement and satisfaction.
HR plays a critical, strategic role in making this possible. Robust systems for onboarding, training, and development equip managers to support employees effectively. Supportive managers create environments in which employees thrive; disengaged managers can undermine satisfaction and performance even among talented staff.
Google’s research echoes these ideas and identifies eight criteria for effective managers, including being a good coach, avoiding micromanagement, communicating well, and articulating a clear vision and strategy. Because these behaviors are action-oriented, poor managers cannot simply “fake” them and consistent practice is required.
As the article Why Did We Ever Go Into HR suggests, HR blends psychology, organizational behavior, and hard-core finance. As a future manager, I aspire to integrate those three components: ensuring individuals have the resources to perform, recognizing and valuing contributions, and aligning people strategies with organizational goals. The most difficult part of this role will be balancing each employee’s unique needs with the company’s broader objectives and financial constraints. Finding that equilibrium requires ongoing attention and adaptability, but when employees thrive, they bring innovation, loyalty, and pride that strengthen the organization.
Ultimately, employee satisfaction doesn’t happen by chance; it is the product of intentional management practices and HR systems that consistently put people first.
Buckingham, Marcus, and Curt W Coffman. First, Break All the Rules : What the World’s Greatest Managers Do Differently, Gallup Press, 2014.
Garvin, D. A. (2013). How Google Sold Its Engineers on Management. Harvard Business Review, 91(12), 74-82.
Breitfelder, M. D., & Dowling, D. W. (2008). Why Did We Ever Go Into HR? Harvard Business Review, 86(7/8), 39-43.